Restoring Confidence After Crisis

In the wake of Silicon Valley Bank's banking crisis, client trust was shaken, deposits were slow to return, and brand confidence had collapsed.

Inside the organization, leadership and sales teams were exhausted. Commitment wavered, morale suffered, and the company needed direction—fast.

We couldn’t just rebuild systems; we had to rebuild confidence—aligning sales leadership, front-line teams, and internal stakeholders around a unified story and a clear set of client-facing behaviors.

This wasn’t just about recovery. It was about reestablishing belief—internally and externally.

I lead a team and partnered directly with executive and sales leadership to lead a critical portion of the GTM recovery.

Our mission: create one coordinated voice in market and re-equip teams to deliver it with credibility, empathy, and consistency.

• Designed and delivered a new sales-skills curriculum focused on rebuilding relationships, strengthening negotiation skills, and prospecting with confidence in uncertain markets.
   
• Designed and delivered interactive workshops and micro-learning modules rooted in real client scenarios, not theory.
   

• Centralized sales communications, intranet resources, and live programming into a single GTM hub—eliminating duplication and confusion.
   
• Established feedback loops connecting sales leadership, front-line teams, Marketing, and Product to ensure real-time alignment on client messaging.
   

• Partnered with Marketing to craft an empathy-forward narrative emphasizing stability, partnership, and progress.
   
• Embedded this story into sales channels, training programs, and internal communications—making it part of the organization’s new DNA.
   

• Renewed internal alignment and a significant increase in confidence across sales teams
   
• Measurable recovery in pipeline activity, deposits, and client engagement
   
• Noticeable reduction in pricing concessions and cycle times
   
• Adopted as the new standard for cross-functional GTM operations
   

“The rebuild wasn’t about spinning a story—it was about restoring belief. Working side-by-side with executive and sales leaders, I helped create the frameworks and language that reconnected people to the mission.”
 

This initiative went beyond enablement—it was a transformation effort.

It proved that clarity and alignment can rebuild momentum even in the most fragile conditions—and that storytelling, when grounded in truth, can reignite both markets and teams.